"Plan B Thinking" for Surviving an Era Without Clear Answers

Even when physically apart, skillfully using technology can make us feel closer than ever before. A slight shift in perspective can create entirely new connections. The new lifestyle emerging in the wake of COVID-19 could be called "Remote Connection Life" (Remote Connection Life). Remote Connection Life is Remote Communication Life, and it also creates Remote Comfortable Life. This series explores the "future vision" of this lifestyle—staying connected while physically apart—through conversations between magazine editors and Dentsu Inc. creators.
For the ninth installment, we spoke with Atsuo Matsumaru, Editor-in-Chief of Weekly Playboy.

<Table of Contents>
▼ [Remote Connection Life Story #09: New Choices in Life]
▼&nbsp; The Line Between "Reassurance" and "Anxiety" Revealed by COVID-19
▼ "What If Something Happens, Uncle?" and "CC Auntie"
▼ Navigating Difficult Times with "Plan B" Thinking
▼From "Fun" to "Joy"

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【Remote Control Life Story #09: New Choices in Life】

(Case of Tomoki Nozawa / Financial Company Employee / Age 44)

Editor-in-Chief Matsumaru states that the spread of COVID-19 made it "strikingly clear how much the line between reassurance and anxiety varies from person to person." "People whose anxiety about COVID-19 is growing only seek out information saying 'COVID is scary.' In a society with such diverse information, I feel that information rarely turns anxiety into reassurance; it only ever reinforces that anxiety."

How do people confront the "risk" of the coronavirus in their "remote-controlled lives"? How should we face the various crises brought by the coronavirus? Based on Editor-in-Chief Matsumaru's insights, we've compiled a brief story.

Tomohiro Nozawa (Dentsu Inc. 1CRP Bureau)

Illustration: Taro Uryu

──The company might go under.
The moment the division head announced this as a more credible threat than mere rumor, Tomoki's mind froze on three words: "No way."

Since the start of 2021, the impact on small and medium-sized enterprises had grown like a domino effect, and the word "crisis" was beginning to loom over large corporations too. But never in his wildest dreams did he imagine that the company he'd worked for over 20 years... Tomoki exited the remote meeting with the division head in a dark mood. "Why did this have to happen?" he muttered to the dim screen. "What the hell were the higher-ups doing?" If he'd been told sooner, couldn't he have done something from his position...?

Tomoki's mind swirled with the numerous investment projects the company had launched since the pandemic began. He himself was known internally as a "cautious type," always scrutinizing every risk and taking the safe route. His current position wasn't on the fast track, but he felt that if things went smoothly, he could aim for department head, and with luck, even an executive position. But now, that too was about to vanish into thin air.

His YouTube channel teaching fish filleting, started as a hobby, did bring in some pocket money, but it was never something he could turn into a full-time job. And he didn't have any qualifications that would be useful outside the company either. Tomoki realized just how much he had chosen a life where the company was his only option. "This might finally be dangerous."

The first person Tomoki told within his team was the oldest member, Sawada Makoto. He expected Sawada, who was 40 and whose child had just started middle school, to be the most anxious. But the response he got was unexpected. "Somehow, I had a feeling this might happen," Sawada said, running his fingers through his graying hair. "I hadn't told you, Nozawa-san, but I've been going to school since last spring. I've been studying to become a Small and Medium Enterprise Management Consultant."

"Huh?" Tomoki blurted out. "You mean going independent?" "No, no, it wasn't that concrete. More like hedging my bets. Well, I started it casually, but there's more to it than I expected, and it's surprisingly tough..."

Yamashita, who had two elementary school-aged children, gave a response similar to Sawada's. "It wasn't about planning for the future or anything..." He shared his screen showing a certain organization's homepage. "I started an NGO focused on food education with some friends from my student days, and it's actually pretty interesting. If the company were to disappear, I guess I'd focus on that. My wife actually earns more than I do, so I figure I can lean on her a bit there."

Working hard at the company and raising kids must be tough enough—where did they even find the time? Tomoki felt both reassured and envious of his two colleagues who had created new income options. "I thought it was such a great company, so it's really disappointing," said Okamura Satomi, who had joined during the pandemic. She herself had been hired solely through remote interviews and had achieved more than she expected, which had become a huge confidence booster. The trend toward remote work was only growing stronger, meaning she, in her wheelchair, would no longer face unnecessary disadvantages in her job search.

However, the situation was slightly different for Tada Naoko, who shared the same wheelchair-bound condition and joined the company around the same time as Satomi. "What?!?" Tada exclaimed loudly, immediately after hearing the news from Tomoki. "She's actually moving forward with buying an apartment!" Everyone assumes that joining a large company automatically provides a significant sense of security. But how many people, while relying on that security, can also realistically anticipate the worst-case scenario? How many recognize the risk involved in trying to avoid every possible danger just to maintain that sense of security? Tomoki genuinely sympathized with Tada's shock.

The reactions of the two single men were also contrasting. Especially surprising to Tomoki was the agitation shown by Sotome Makki, who was usually so proactive about new learning. "I thought it was just a rumor..." Sotome muttered quietly, looking down after Tomoki told him about the company's current situation.

"Even so," Tomoki said encouragingly, unable to bear the silence any longer. "It's not like everyone's been decided to be let go. For now, I think we just have to steadily push forward with the work right in front of us. Well, we can think about the next steps later..." Sotome murmured "I understand" in a small voice, and the conversation ended there. The other single guy and the team's youngest member, Kumamoto Shinya, heard Tomoki's news and exclaimed brightly, "Seriously?" "I was braced for it since the seniors were talking like it was serious, but hearing it actually makes me nervous."

"Why do you look kinda happy about this?" Tomoki teased. Without a hint of guilt, Shinya apologized and then dropped a bombshell. "Actually... I got a job offer." "Huh? I didn't hear about that." "Sorry, it just came through yesterday. I haven't even told my parents yet. You're the first person I've told." The company was a small startup, recently established. He hadn't definitively decided to join yet, but for Tomoki, who had mentored him with the expectation he'd grow significantly at this company, it felt unsettling. While sensing the limitations of remote talent development, he couldn't help but feel tempted to blame his own management shortcomings on the remote setup.

After dinner, he mustered the courage to confide in his daughter Seri, the person he found hardest to talk to. Her response, coming from a fourth grader, was in a way both understanding of Tomoki and revealing something he hadn't grasped himself. "That's perfect timing," Seri said, smiling. "I thought you should study more if you're going to do YouTube or whatever. You should go train at a fish shop and learn properly."

In these uncertain times, no one can tell you what the right answer is. You just have to figure out for yourself what the risks are. But even if you think it through, you can't eliminate risk entirely. Trying too hard to avoid risk is the biggest risk of all – that was a lesson learned during the pandemic. "Training at a fish shop, huh?" Tomoki said, feeling excited. "That's actually a good idea."

(This story is fictional. It bears no relation to any real persons or organizations.)

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The Line Between "Security" and "Anxiety" Revealed by COVID

Please take a look at the interview with Mr. Atsuo Matsumaru, Editor-in-Chief of Weekly Playboy, which served as inspiration for the above "Remote Control Life Story."

Editor-in-Chief Matsumaru of Weekly Playboy, who kindly agreed to a remote interview (bottom row: members of Dentsu Inc.'s 'Remote Control Life' team)

Through this series of COVID-19 experiences, it became clear that even within the same workplace, the line between reassurance and anxiety varies astonishingly from person to person. Assumptions like "People with this attribute must have these values or sensibilities" simply don't hold true. People anxious about COVID seek out only information reinforcing their fear that "COVID is scary," while those who think "COVID is just a common cold" seek out only information supporting that view. Since information reinforcing one's own anxiety is freely available online now, Weekly Playboy's COVID articles are deliberately designed with a broad entry point. This allows both anxious and less anxious readers to interpret the content in their own way.

Fundamentally, I tell Weekly Playboy staff, "Try not to think too much about reader demographics." While our main readers are men in their 30s and 40s, if we create features solely focused on the social realities surrounding them, it inevitably becomes too bleak and harsh. Who'd want to pay for that? So we aim to be something that lets readers forget their age while they're reading. Plus, as I mentioned earlier, I feel like more and more things can't be defined by attributes like age or income. That's why we prioritize focusing on the greatest common denominator of interest: "what's happening in the world right now." The approach of "finding the fun in current events together with our readers" – that's the most Shukan Playboy-like way to do things.

"What-If-Something-Happens Uncle" and "CC Auntie"

As mentioned earlier, even within typical companies, it became clear that each employee's level of anxiety—or sensitivity to risks like COVID—varies tremendously. Looking back, I think recent issues like "workplace depression" are tragedies born from the failure to share that anxiety or fear within the same organization, precisely because it differs so much between people. Through this COVID experience, I hope everyone has keenly felt these individual differences in risk perception, leading to more organizations that are kinder to each person as a whole.

On the other hand, have you heard of the "What If It Goes Wrong Guy" and the "CC Lady" as types who try to avoid their own risks? (laughs) I've coined these terms after hearing stories from various companies. Every company has that guy who deflates any attempt to try something new by asking, "What if something goes wrong?" Many managers today, who learned their jobs before the early 90s when markets grew even without taking risks, are abnormally risk-averse. It was huge that these people experienced moving forward through trial and error this time, realizing "Remote work? We can do it!" By the way, "CC Auntie" refers to that auntie who CCs tons of people on every single email—a play on "CC Girls," though it's a bit obscure, huh? (laughs) I think she's just trying to spread her own risk.

Let's overcome tough times with "Plan B" thinking

The term "Plan B" gained traction during the COVID experience. It means always anticipating the worst-case scenario and preparing your next move. If this culture of embracing new challenges takes root in Japanese organizations, I believe it could be a positive outcome from the pandemic. We also saw the danger of relying too heavily on a single revenue stream, so more companies and organizations will likely start considering their "Plan B."

However, doing both simultaneously places a significant burden. Therefore, I believe companies will increasingly need talent capable of hybridizing efficiency and diversity – two concepts that are inherently contradictory. While more individuals might consider "side hustles," typically, focusing on your current job will absolutely increase your income. That's precisely why the "Plan B" mindset—ensuring you can pursue a side hustle if needed—is crucial. Similarly, with rural relocation, preparing by securing a place to go if something happens in Tokyo or building local friendships is important. Actually living and working there is likely far more challenging than imagined.

I feel magazines have an even greater role to play in broadening perspectives by showing options like, "Here are some Plan Bs you could consider." My job gives me access to highly specialized friends in various fields, which is incredibly helpful. But I wonder if we could create a service or business that offers that kind of convenience – as a magazine.

From "Fun" to "Joy"

I think the world is full of fun things, but truly happy things? Not so many (laugh). For example, seeing a small child's smile combines "fun" and "joy," but as we grow up, they separate. Writer Nobu Miura has said something similar: "Fun" comes from outside yourself, from your environment, while "joy" seeps up from within. I think it overlaps with the feeling of having your need for recognition or dignity fulfilled. And as a theme for creating magazines going forward, I think deeply about how we can provide readers with that "joy."

At present, social media seems to be more successful than commercial magazines in fulfilling this role, but this isn't limited to magazines; it should become a key concept everywhere. For instance, we often hear that "once work goes remote, it becomes all about job performance and results-based systems." However, the atmosphere within a company can differ greatly depending on how much "joy" it can provide its employees. More than just evaluating individual results, I feel it's becoming increasingly important for companies to focus on how they can foster the "joy" of working together.

Therefore, magazines will likely be expected to become "post-SNS entities." They should not only reinforce one's current values but also broaden horizons, while simultaneously offering trust, reassurance, and even a sense of "joy." Constantly browsing the internet inevitably exposes one to negativity, so creating spaces that provide a bit of distance from that—places that feel like a blend of familiarity and fresh information—is crucial.

From the Remote Control Life Team Members

From Editor-in-Chief Matsumaru's remarks,
✦ Keywords for enjoying Remote Control Life more:

◉ Plan B Thinking
◉ From "Fun" to "Joy"
◉ From "Results-Oriented" to "Happiness-Oriented"
◉ Post-SNS
◉ A Place Where Trust and Security Coexist

How will the novel coronavirus change our lifestyles? We aim to predict the future by focusing on subtle shifts in daily life and subtle changes in people's hearts, identifying familiar "new normal" patterns, and creating new value. This series explores these possibilities through the lens of "Remote Control Life."